somerset tourism strategy 2021-2025

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Somerset Tourism Strategy 2021-2025

Volume 2: Supporting Analysis and Recommendations

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This report presents supporting analysis and recommendations to inform the Somerset Tourism Strategy, 2021-2025. It has been prepared by:

SC Lennon & Associates Pty Ltd ACN 109 471 936 ABN 74 716 136 132

PO Box 45 The Gap, QLD 4061

p: (07) 3312 2375

e: [email protected]

w: www.sashalennon.com.au Offices in Brisbane and Melbourne

This supporting document has been prepared for the consideration of Somerset Regional Council

2 Redbank Street Esk, QLD 4312 p: (07) 5424 4000 e: [email protected] w: www.somerset.qld.gov.au

Disclaimer

This report has been prepared by SC Lennon & Associates Pty Ltd for Somerset Regional Council. It has been prepared on the

understanding that users exercise their own skill and care with respect to its use and interpretation. Any representation, statement,

opinion or advice expressed or implied in this publication is made in good faith. SC Lennon & Associates Pty Ltd and the i ndividual

authors of this report are not liable to any person or entity taking or not taking action in respect of any representation, statement,

opinion or advice referred to above.

Cover image sources: Somerset Regional Council.

mailto:[email protected]

http://www.sashalennon.com.au

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TABLE OF CONTENTS

1. Introduction ................................................................................................................................ 1

1.1 Tourism Strategy Purpose and Objectives........................................................................... 1

1.2 This Background Report ..................................................................................................... 1

1.3 A Consultative Approach to Informing Strategy Development ............................................ 3

1.4 Tourism Promotion and Development: A Council Priority ................................................... 3

2. Informing Opportunities to Grow a Vibrant Visitor Economy ...................................................... 5

2.1 Somerset’s Visitor Economy ............................................................................................... 5

2.2 Somerset’s Tourism Strengths, Attributes and Challenges .................................................. 9

2.3 Wider Tourism Planning and Promotion Challenge ........................................................... 15

3. Opportunities to Support a Vibrant Visitor Economy ................................................................ 16

3.1 A Focus on the Enablers of a Vibrant Visitor Economy ...................................................... 16

3.2 A Vision and Charter for Tourism in Somerset Region ....................................................... 17

3.3 Tourism Strategy Themes ................................................................................................ 18

3.4 Long List of Opportunities for Consideration .................................................................... 19

Theme 1: Tourism Marketing, Visitor Information and Destination Management ........... 19

Theme 2: Catalyst Project Planning and Advocacy ......................................................... 21

Theme 3: Tourism Asset and Infrastructure Planning and Development ......................... 22

Theme 4: Design and Delivery of Festivals and Events .................................................... 23

Theme 5: Visitor Economy Business Support and Investment Promotion ........................ 24

3.5 Informing Priorities for Action .......................................................................................... 25

3.6 Somerset Regional Council’s Priority Opportunities for Action.......................................... 26

3.7 Monitoring Council’s Return on Investment ..................................................................... 28

3.8 Tourism Strategy Resourcing ............................................................................................ 29

Bibliography

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List of Figures

Figure 1. The Somerset Region ...................................................................................................... 2

Figure 2. Strategic Alignment: Corporate Plan Goals ...................................................................... 4

Figure 3. Population Trend and Forecast, Somerset Region, 2006-2041 ......................................... 5

Figure 4. Employment By Industry, Somerset Region and Greater Brisbane, 2016 ...........................6

Figure 5. Share of Total Visitor Numbers By Type of Visitor, Somerset Region, 2018 ....................... 8

Figure 6. Share of Total Visitor Spend ($) By Type of Visitor, Somerset Region, 2018 ...................... 8

Figure 7. Average Visitor Length of Stay (Nights), Somerset Region and Queensland, 2018 ............ 8

Figure 8. Average Visitor Spend Per Night, Somerset Region and Queensland, 2018 ...................... 8

Figure 9. The Enablers of a Vibrant Visitor Economy .................................................................... 16

Figure 10. Somerset Tourism Strategy Themes .............................................................................. 18

Figure 11. Opportunity Prioritisation Matrix .................................................................................. 25

List of Tables

Table 1. Council’s Priority Opportunities – Resourcing Requirements ......................................... 30

SOMERSET REGIONAL COUNCIL PAGE | 1

SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS

1. Introduction

1.1 Tourism Strategy Purpose and Objectives

The Somerset Tourism Strategy, 2021-2025: Providing the Foundations for a Vibrant Visitor Economy is Somerset

Regional Council’s five-year plan to support the vibrancy, diversity, resilience and sustainability of region’s visitor

economy. This document, Volume 2: Supporting Analysis and Recommendations, has been prepared to inform

Somerset Regional Council in developing the Tourism Strategy. Specifically, Volume 2 presents the findings of the

research, consultation and analysis used to inform the identification of strategic themes and individual

opportunities for action for Council’s consideration.

1.2 This Background Report

This background report presents information and recommendations to help guide Council in its efforts to develop

a visionary yet practical strategy to promote and support Somerset visitor economy now and into the future. As an

informing document prepared by the project consultants, it articulates the Somerset regions key socio-economic

metrics as they relate to the size and nature of the visitor economy and its potential for growth and development.

To help inform Council’s decision-making, this document presents a summary of Somerset tourism strengths and

attributes, as articulated during the stakeholder consultations and from the findings of the desktop research and

analysis. It acknowledges the challenges and opportunities for growing a vibrant visitor economy in the Somerset

Region before refining these findings into a suite of key ‘opportunities for action’, which have been presented to

Council for its further consideration. Following consultation with Council’s senior staff and Councillors, priorities

for action have been identified from this suite of opportunities. The priorities, as determined by Council, are

presented in the concluding section of this supporting document.

Somerset Regional Council is pro-active in its commitment to the design and delivery of initiatives which serve to

support the local visitor economy and Somerset regions prosperity. It pro-actively works in collaboration with

regional tourism agencies and the tourism industry to enhance the ‘Experience Somerset’ brand and to deliver

associated marketing, product development, visitor servicing and support infrastructure programs. The aim is to

promote the Somerset Region as a premier regional visitor destination defined by a diversity of authentic

experiences built on its natural features, iconic attractions and its recreational, heritage and cultural assets. This

background report is designed to help inform a strategic and targeted approach to realising this objective. For Somerset Regional Council, supporting a vibrant visitor economy requires a strategic, informed and targeted approach. To this end, this support document:

• Establishes strategic themes and actions which reflect Somerset current economic status and performance, as well as relevant regional policy settings informing local tourism opportunities;

• Articulates key issues, challenges and opportunities for Somerset Regional Council to address in its role as a tourism industry supporter, facilitator and promoter; and

• Provides Somerset Regional Council with guidance to develop an informed, clear, actionable and achievable ‘road map’ for supporting and promoting Somerset visitor economy to 2025 and beyond.

Key government agency, industry stakeholder and community consultation was instrumental in informing the strategy’s development.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS Figure 1. The Somerset Region

Source: Queensland Government


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS 1.3 A Consultative Approach to Informing Strategy Development

To inform the preparation of the Tourism Strategy, Somerset Regional Council consulted with a diversity of

government, industry and community stakeholders via a series of meetings and forums. Consultation included:

• A ‘Scene-Setting’ Workshop with Councillors and the

Executive;

• Presentation to and discussion with the Economic

Development and Tourism Committee;

• One-on-one meetings with 27 external stakeholders

including government agencies, tourism bodies,

community organisations and local businesses;

• A Tourism Volunteers Workshop (21 participants); and

• A series of Somerset Regional Council Tourism Team

focus group meetings.

The research, consultation and analysis has focussed on:

• Local tourism attractors, strengths and attributes, points of difference;

• Key issues or constraints presenting challenges for tourism promotion and development;

• Opportunities for growth;

• Key potential programs and projects; and

• Priority considerations for Somerset Regional Council as a promoter, facilitator and supporter of the local visitor

economy.

The consultations have been instrumental in helping to establish a vision for the visitor economy of the future and

to guide Somerset Regional Council’s efforts in tourism promotion and destination management. The consultations

highlighted Somerset’s many strengths and attributes as well as pertinent challenges and opportunities for

developing the region’s visitor economy in a sustainable manner consistent with Council’s Corporate Planning

objectives.

1.4 Tourism Promotion and Development: A Council Priority

The Somerset Regional Council Corporate Plan 2021-2026 sets the direction for the communities of Somerset and

Council decision-making for the period 2021 to 2026. It articulates Council’s vision for the region by providing a

strategic framework for enhancing the quality lifestyle the community currently enjoys.

The Corporate Plan presents core values and key outcomes which are framed to guide Council in working towards

its vision of being a vibrant, cohesive, connected and prosperous region. The strategies presented in the Corporate

Plan address the five key outcomes Council aspires to realise, being:

• Natural Somerset: A place where the natural environment, scenic beauty and rural lifestyle are valued and

protected.

• Vibrant Somerset: An integrated and welcoming place with something for everyone.

• Prosperous Somerset: A place that embraces economic opportunities.

• Well Planned Somerset: A place where planning and design look to the future.

• United Somerset: An active place which values participation.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS Tourism promotion and development is a key area of focus under the Prosperous Somerset theme. Somerset

Regional Council is committed to playing its part in supporting the region’s economic development with a number

of initiatives designed to advance the region’s potential as a premier visitor destination and a region celebrated

for its rich rural lifestyle.

The Somerset Tourism Strategy and the individual themes and actions it presents, should help realise this

important objective, for the benefit of the community of Somerset.

Figure 2. Strateg ic Alignment: Corporate Plan Goals

Source: Somerset Regional Council

Somerset Regional Council

Corporate Plan 2021-2026

Natural Somerset

Vibrant Somerset

Prosperous Somerset

Well Planned Somerset

United Somerset



2. Informing Opportunities to Grow a Vibrant Visitor Economy

2.1 Somerset’s Visitor Economy

Somerset’s Tourism Offer

Defined by its warm and inviting local villages, its breath-taking mountain scenery, native forests, placid waterways and picturesque patchwork landscape, the Somerset Regional Council area covers 5,379 square kilometres. With a population of approximately 26,200, Somerset is home to almost 2,100 businesses and around 6,100 jobs.

Somerset’s key industries include agriculture, food product manufacturing, retail, health, education and construction services as well as a developing visitor economy. Located just one hour and fifteen minutes’ drive from central Brisbane, the Somerset Region, with its authentic country lifestyle, feels a world away. The region’s five main townships include Esk, Kilcoy, Fernvale, Lowood and Toogoolawah, which are hubs for a diversity of communities dispersed throughout the region. The region’s smaller

villages including Linville, Jimna, Harlin, Moore and Coominya also play important roles in the social and economic lives of the region’s residents. Somerset takes in the Brisbane and Stanley river catchments with meandering waterways and great lakes surrounded by a beautiful natural environment providing a diverse playground for residents and visitors alike, including anglers, birdwatchers and water sports enthusiasts. The region’s expansive wilderness is ideal for camping and four wheel driving, and with a diversity of walking trails and the Brisbane Valley Rail Trail, Somerset is a drawcard for walkers, trail runners, horse-riders and cyclists. Situated in the south-east corner of Queensland and part of Australia’s fastest-growing region, Somerset’s neighbouring local government areas include Lockyer Valley, Ipswich City, Brisbane City, Moreton Bay, Sunshine Coast, Gympie, South Burnett and Toowoomba. According to Queensland Government projections, the population

of Somerset is expected to reach 36,530 by 2036.

Figure 3. Population Trend and Forecast, Somerset Region, 2006 -2041

Source: Australian Bureau of Statistics and Queensland Government Population Projections

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Regional Economic Context

The tourism industry provides services to international and domestic visitors on day or overnight trips. Tourists

include those who travel for leisure (holidays); those visiting friends and relatives; and those travelling for work-

related purposes.

Tourism is one of the few sectors that Councils get directly involved in through their role in providing visitor

information services, in marketing and promotion, infrastructure provision and destination management.

Somerset has approximately 26,200 residents and growing (as at 30th June 2019). There are approximately 6,100

jobs located in the Somerset LGA and 9,270 employed residents. Somerset has an unemployment rate of 8.2%

compared to 6.4% for metro Brisbane and Queensland (June 2020).

Key industries are agriculture, food product manufacturing, retail, health, education and construction services.

Almost three-quarters of visitors to the Somerset Region (73%) are domestic day-trippers. There are an estimated

205 ‘tourism businesses’ (of 2,100) in the Somerset LGA, half of which are non-employing.

Figure 4. Employment By Industry, Somerset Region a nd Greater Brisbane, 2016

Source: Australian Bureau of Statistics Census of Population and Housing (2016), Working Population Profile, Cat. No. 2006.0

Somerset’s socio-economic profile is one that is typical of a mature community with a strong reliance on the agricultural sector. This is reflected in an aged population with lower incomes and higher levels of social disadvantage, including educational attainment.

In this situation, the community is challenged in terms of its capacity to generate innovation, entrepreneurship

and business investment, and there are implications associated with the capabilities and skills in the local

workforce.

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An additional 13,000 people moving into Somerset as forecast will have a direct effect on the situation as the socio-

economic profile of the newcomers will be different. It is expected this new mix will be younger and less socially

disadvantaged.

Somerset’s anticipated expanded population base will increase demand from visitors who are Visiting Friends and

Relatives (VFR tourists) and Business Visitors. A proportion of Somerset’s new population will seek to establish

businesses, including in sectors related to tourism.

The success of the region in attracting holiday visitors will influence the number of businesses established. Enabling

and facilitating this investment is an objective of the Somerset Tourism Strategy. The region’s new population will

bring with it development pressures which may have environmental consequences affecting the attractiveness of

the area as a place to visit. If managed well, this growth can generate positive outcomes.

To help contextualise Somerset’s tourism profile, data has been analysed and compared across neighbouring and

nearby local government areas (LGAs) including South Burnett, Gympie, Noosa, Sunshine Coast, Ipswich, Lockyer

Valley, Moreton Bay and Brisbane. The following points are made:

• Of ten LGAs considered, Somerset is the least populated with 26,200 people.

• Somerset has the lowest number of international visitors along with South Burnett. Noosa and the Sunshine

Coast are standouts in this regard, reflecting the attraction of the coast.

• Somerset has the second-lowest number of domestic overnight visitors (to Lockyer Valley). Somerset lags

behind other LGAs with regard to day trippers in a similar fashion to domestic overnight visitors.

• The average number of nights spent by visitors in Somerset is three, which is consistent with other inland LGAs.

The coastal LGAs have four or more nights per visit.

• The per capita visitor expenditure figures ($2,519 per person for Somerset) reflect the importance of visitor

expenditure in the economy. On a per visitor basis, Somerset is higher than Ipswich, Lockyer Valley and Moreton

Bay but significantly below the coastal LGAs.

Short-term Considerations: COVID-19 Impacts

In light of the COVID-19 pandemic affecting cities and regions throughout Australia, the need to understand the

local impacts on business and industry and to develop appropriate responses to help promote and support the

local visitor economy and economic development more broadly, is critical.

The Australian Bureau of Statistics (September 2, 2020) reported that Australia’s Gross Domestic Product fell 7.0

per cent in the June quarter 2020, the largest quarterly fall on record.

According to Tourism Research Australia, Australian tourism has seen overall losses of $33.7 billion for January to

June 2020. This is made up of international tourism losses of $12 billion (53%) and domestic tourism losses of

$21.7 billion from overnight travel ($17.7 billion) and day travel ($4 billion).

According to IBISWorld (June 2020), Australia-wide, those industries that are expected to be most adversely

affected by the aftermath of COVID-19 include manufacturing, mining, agriculture, some store-based retailing and

the accommodation and food services sector (including tourism operators).

While the pandemic will impact on tourism movements in the short-term, over the medium to longer-term, growth

prospects are positive. IBISWorld reports that domestic tourism is already beginning to slowly start back up, with

tourism businesses expected to rely heavily on domestic leisure travellers in 2020-21.



Figure 5. Share of Total V is itor Nu mbers By Type of Visi tor, Somerset

Region, 2018

Source: Tourism Research Australia

Figure 6. Share of Total V is itor Spend ($) By Type of Visi tor, Somerset Region,

2018


Figure 7. Average Visi tor Length of S tay (Nights), Somerset Region and

Queensland, 2018


Figure 8. Average Visi tor Spend Per Night, Somerset Region and Queensland,

2018


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2.2 Somerset’s Tourism Strengths, Attributes and Challenges

Key Strengths and Attributes

The consultations highlighted Somerset’s many strengths and attributes which can underpin efforts to support the development of a vibrant visitor economy, including:

• Somerset’s Proximity to Brisbane: The fact that Somerset is only one hour and fifteen minutes from Brisbane means there is a huge day trip visitor market on the region’s doorstep. (Proximity to the Toowoomba Region and to the Sunshine Coast is another plus).

• Drive Market: Somerset’s proximity to Brisbane and to the west means it is well placed to capitalise on the growing drive tourism market. Day-trip tourism is Somerset’s largest visitor market.

• Nature-based Attractions are Local Points of Difference: Somerset’s wealth of natural attractions includes parks and natural landscape, the dam lakes, our agricultural heritage, birdwatching, walking trails, riding trails, etc.

• A diversity of country towns and villages: Somerset has a diversity of larger towns and smaller villages, like Jimna, Lowood or Linville for example, which could be better promoted as part of the region’s experience offer and its ‘personality brand’.

• Brisbane River: A point of difference for Somerset is its waterways. The Brisbane River in Somerset is navigable all year round because the water level doesn’t vary. The river is perfect for undertaking river journeys.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS • Mount Glen Rock: Purchased by Council in 2020, Mount Glen Rock overlooking Esk is a major natural

asset that could become a catalyst recreation and tourism iconic attraction for Somerset if well planned and managed.

• The Brisbane Valley Rail Trail: The BVRT is a major asset with the potential to grow Somerset’s visitor economy, subject to continued investment in infrastructure support, marketing and promotion and coordination / collaborative efforts on the part of the region’s stakeholders to capitalise on the

opportunity presented.

• Adventure Tourism Assets and Attractions: For example, skydiving and water sports opportunities attract adventure tourists to Somerset. The region offers other nature-based adventure tourism opportunities such as mountain biking and trail running.

• Dam Lakes: Both Somerset Dam and Wivenhoe Dam are synonymous with the region’s image (though questions have been raised, is this what the region should ‘hang its tourism hat on’?). Other water features including Atkinson Dam for example are other important tourism assets.

• Split Yard Creek Lookout: The Split Yard Creek Dam borders the Wivenhoe-Somerset Road and there is a public carpark on the side of the road with access to the Split Yard Creek Lookout. It is home to the

Wivenhoe Power Station located between the Split Yard Creek Dam and the Wivenhoe Dam.

• Jensens Swamp Environmental Reserve: Located at the corner of Brightview Road and Jensen’s Swamp

Road at Lowood, these wetlands are a significant koala and wildlife habitat, providing breeding grounds

for native birds and other fauna. Good quality facilities are available for day visitors and picnics.

• Savages Crossing: Located along Banks Creek Road, Savages Crossing is a short five-minute drive from

Fernvale. The crossing is a tranquil fishing and kayaking location.

• Arts and Culture: Somerset has a vibrant community of artists and arts groups as well as various arts

and craft markets. For example, the Kilcoy Craft Market is home to a selection of arts and craft, created

by local artisans. Run by volunteers the market offers a range of products for sale including handmade

gifts, cards, plants, felting, handmade clothing and timber products.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS • Somerset Regional Art Gallery - The Condensery: Located in Toogoolawah, The Condensery has a rich

history, being the former home to the Nestle condensed milk factory packing facility. Now a unique

cultural precinct, the Somerset Regional Art Gallery (SRAG) hosts rotating exhibitions featuring works

across various mediums and is available for workshops and community art events. A Masterplan has

been prepared which proposes extensions to the SRAG, including a sculpture garden and a workshop

space for artists-in-residence.

• Toogoolawah Pictures: Described as: “A real country picture theatre, boasting authentic canvas seats,

with modern digital projection. Operated by the Toogoolawah Progress Association, the Pictures are held

most Saturday nights, offering admission, fresh popcorn and hot dogs at affordable prices”.

• The Kilcoy VIC Environmental Interpretive Centre: The Kilcoy Visitor Information Centre (VIC) provides

tourist information along with an environmental interpretive centre and an 80-seat theatrette.

• Old Railway Turntable at Linville: This old railway turntable, which was used to turn locomotives around

for return trips, is located alongside the BVRT and presents an opportunity to explore options to

integrate it into the rail trail experience.

• Watts Bridge Memorial Airfield: This is an asset to the region and is currently undervalued. The airfield

is the home base for several active aviation clubs. There is a lack of recognition of the airfield as an

attraction to visitors. It is a well facilitated airfield - it has three good runways with a grass runway that

doesn’t stay wet. The size, length and area around the runways is unusually large for a regional airfield.

• History and Heritage including Indigenous Cultural Heritage: As described on Council’s web site,

Somerset has a rich Indigenous cultural heritage and is home to the Aboriginal tribes of Jagera, Yuppera,

Ugarapul, Yuggera and Jinibara people. Initial discovery by Europeans of the Brisbane Valley was made

by Matthew Flinders in 1799 and John Oxley in 1823. The first European settlers to the region in 1841

were the McConnels at Cressbrook, now known as Toogoolawah, Balfours at Colinton and the Norths at

Fairney View. The area soon flourished with the success of dairy farms, cattle farms and timber mills

(source: https://www.experiencesomerset.com.au/heritage-and-culture/). The consultation findings

suggested that Somerset’s history and heritage could be further considered as an integral component

of the region’s tourism offer.

• Landcruiser Mountain Park: North-west of Jimna, Landcruiser Mountain Park is a working cattle

property and Queensland’s first privately owned wilderness park designed for off-road and bush

camping enthusiasts. The park has four main camping areas and there are 200 kilometres of specially

designed 4WD trails, varying in standard to suit both the beginner and experienced off-road driver.

• Supportive ‘tourism governance’ in Somerset: Consultation feedback suggests that in recent times,

Somerset Regional Council has displayed a more pro-active, positive and supportive approach to tourism

in Somerset, something which is being recognised and appreciated.

• The 2032 Olympic Games: The winning bid to host the 2032 Olympic Games is scheduled to be

announced by the International Olympic Committee (IOC) between 2021 and 2025. On 24 February

2021, Brisbane was named as the preferred bidder. With its natural assets and proximity to Brisbane,

this presents a once-in-a-generation opportunity for Somerset to capitalise on the expected influx of

national and international visitors to South East Queensland during and after the Games.

https://www.experiencesomerset.com.au/heritage-and-culture/



Somerset’s Challenges for Growing a Vibrant Visitor Economy

The consultations highlighted the region’s challenges for developing a vibrant visitor economy, including:

• Visitor accommodation is Lacking: While Somerset has quality camping and caravan park facilities,

there is arguably not enough and there is no diversity of accommodation to tap into new markets (e.g.

eco-lodge accommodation). While an accommodation feasibility study was undertaken in 2015, it may

be time to review the situation in light of market trends and prospects.

• Accommodation and Other Facilities Needed to Support Brisbane Valley Rail Trail (BVRT) Users: More

accommodation is needed along the BVRT, including more camping options and more 3-4-star hotel

accommodation. Accommodation at Lowood, Toogoolawah or Fernvale for example, would save rail

trail users having to cycle back to Esk to stay overnight. Accommodation for large groups, e.g. cycle

groups is needed, as current facilities don’t have enough rooms for large groups.

• Restaurants and Cafes are Lacking: Somerset has a number of pubs and cafes (some of which are

excellent – e.g. Linville Hotel), but there are not licensed restaurants / quality dining venues.

• State of Some Roads: Some key State roads which traverse Somerset (e.g. sections of the Brisbane Valley

Highway) are of a poor standard for carrying the volumes of tourism traffic and other vehicles,

presenting safety issues.

• A Lack of Some Tourism Product: The region doesn’t have a lot of product to offer in the way of food

and wine, specialty retail, experiences.

• Lack of Access to the Brisbane River: Access points are limited and poorly signed, for launching canoes,

commencing or stopping on river tours. Access points are poorly maintained and are being abused.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS • Illegal Camping: Related to the previous point, perhaps due to a lack of low-cost or free camping (or

market knowledge), there are issues with illegal camping, for example, at Twin Bridges and Savages

Crossing. Multiple ownership of riverbanks presents a challenge to solving these issues. If matters

concerning land and asset management could be addressed, this problem could be converted into an

attribute, building Somerset’s profile as a destination for campers / drive tourists.

• Major Tourism Assets Can’t Be Fully Leveraged: Somerset is known for its Dam Lakes, however,

restrictions put in place by SEQ Water prohibit Lake Somerset and Lake Wivenhoe being used to their

potential for recreation and visitation. Although Somerset Dam is good for powerboats and Wivenhoe

Dam is good for paddling, they are not suitable for touring. SEQ Water doesn’t want people travelling

between dams.

• Events are Under-sold: Somerset doesn’t have an iconic festival or event it can leverage (like a Birdsville

Races or Woodford) which literally put those places on the map. How do we better promote / leverage

our suite of existing events (e.g. races, BVRT fun run, rodeos, motor sports, skydiving events).

• Events Planning and Promotion: It is considered that a more strategic and coordinated approach to

events planning and promotion would facilitate greater awareness and participation / visitation. Better

connections with and planning around the wider SEQ region’s calendar of events could be explored.

• Somerset Civic Centre Underutilised: Opportunities to improve the offering of the Somerset Civic

Centre to attract touring shows could be explored.

• Wayfinding / Directional Signage: It is considered by many that signage is inadequate and of a poor

standard; there is a lack of consistency which, if addressed, would promote the Somerset tourism brand

throughout the region. Consistent signage which embraces the region’s heritage and a shared

understanding of ‘who we are’ could be explored. This does not necessarily suggest more signage, but

rather better designed and placed signage with appropriate directional information.

• Limited Facilities in Some Areas: For example, while there is a good pub at Linville and camping in the

park, there are no toilets or showers. (Other examples were also cited).

• Infrastructure and Facilities Shortfalls along the BVRT: There is a need for investment in, for example,

shaded rest stops and bridges along the Rail Trail, though any new bridge needs to be authentic in design

and material (i.e. timber not plastic) to ensure it supports the heritage appeal of the rail trail experience.

• Stakeholder Engagement and Coordination of Information: While engagement with visitors to

Somerset (the demand side) is well catered for on the ground (primarily through the four VICs), there

doesn’t appear to be a strong foundation for a coordinated approach - amongst Council, tourism

operators / businesses and other stakeholders - to tourism information-sharing, branding, marketing &

promotion, business support and advocacy (i.e. the supply side).

• Some Tourism Industry Operator Capacity is Lacking: Not all tourism operators in Somerset are ‘up to

standard’ regarding their approach to things like branding, marketing, web presence, online bookings,

customer service and other standards. Many local operators are not registered with the Australian

Tourism Data Warehouse (ATDW). Council needs to continue its efforts to engage with tourism

operators on this matter.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS • A Shared Vision and Somerset Region ‘Personality Brand’ is Lacking: The lack of supply-side

coordination is reflected in the lack of a shared tourism narrative for Somerset, i.e. knowing and

articulating ‘who we are’ and ‘our target markets’, both existing and emerging, including the local drive

market, interstate travellers to South East Queensland and international visitors.

• Brand confusion: The question has been raised, are we the ‘Somerset Region’, ‘Experience Somerset’,

the ‘Brisbane Valley’, the ‘Valley of The Lakes’ or something else? This suggests more could be done to

consolidate the ‘Experience Somerset’ brand. Tourists don’t really recognise local government area (LGA)

boundaries, and multiple names dilutes the region’s identity in the marketplace. The question needs to

be asked, how does “Affordable rates – effective services” help grow the visitor economy? The region

needs a strong and widely-recognised ‘tourism destination’ brand.

• Regional Identity is Lacking: Further to the point above, prospective visitors often don’t know where /

what the Somerset Region is.

• Marketing / (In)effective Information Management: Marketing needs to be directed at the relevant

market segments in an effective way, using the full range of media available, including importantly, social

media.

• A Single Online Entry Point / Portal is Lacking: Council’s tourism team is responsible for the Experience

Somerset website’s upkeep. Is this the right approach given other ‘core’ activities and available expertise?

Contracting out web site management might be a worthwhile investment to consider.

• Regional Tourism Networks / Representation: Questions have been raised as to whether the Brisbane

Economic Development Agency (EDA) serves the Somerset Region’s needs well (many think not). What

are the alternatives? Southern Queensland Country Tourism? The question has been asked, what

difference would that make and is it more a case of building local capacity first?

• Leveraging Regional Tourism Organisation (RTO) Membership: How do we get more out of the region’s

Brisbane EDA membership? Is it about our capacity to connect? What other partnerships can we nurture

and leverage? How do we move forward in a way where we have more control and influence over our

Experience Somerset brand and our capacity to promote and attract visitors?

• Limited Knowledge / Understanding amongst Residents of the Value of the Visitor Economy’s

Potential: It has been suggested that some residents don’t see the value of the visitor economy and

Council’s efforts through its Visitor Information Centres (VICs). More engagement with residents (when

a strategy is in place) could be warranted.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS 2.3 The Wider Tourism Planning and Promotion Challenge

Brisbane Economic Development Agency (EDA) is a wholly owned subsidiary of Brisbane City Council and is

the city’s official economic development board. Brisbane EDA’s role is to grow Brisbane’s economy, drive

demand for Brisbane and create growth and trade opportunities for local Brisbane businesses.

Amongst other things, Brisbane EDA is responsible for serving as the regional tourism organisation (RTO)

for Brisbane, Logan, Ipswich, Scenic Rim, Lockyer Valley, Moreton Bay, Redlands and Somerset. Brisbane

EDA focuses on new growth opportunities in the Brisbane region in areas as diverse as business events,

tourism, major events, business support and investment. It is noted that the nine headline news events on

the web site relate to Brisbane with no mention of surrounding Council areas.

The ‘Visit Brisbane’ website has banners under the headings ‘get inspiration’, ‘this is Brisbane’ and then

‘start planning’. Under the last heading there are five banners focused on Brisbane City and one titled

‘explore the regions’. This link goes to a page with the heading ‘Brisbane’s Local Neighbourhoods’ and at

the bottom the page one finds links to the nine smaller Councils with a link to attractions in Somerset. A

potential issue with the way the website is organised is that Somerset finds itself at the end of a links trail

- a user must go through ‘start planning’ to access information on the regions and this takes some time.

Tourism and Events Queensland (TEQ) is a statutory body of the Queensland Government and the State's

lead marketing, destination and experience development and major events agency. In partnership with

government, regional tourism organisations, industry and commercial stakeholders, TEQ aims to build

Queensland's tourism and events industry to foster innovation, drive industry growth and boost visitor

expenditure.

TEQ identifies ‘hero’ experiences throughout its regional network. The Brisbane Valley Rail Trail (BVRT) is

an example of what could be considered a hero experience. The challenge is, how to monetise that

experience for the benefit of the local visitor economy and its multitude of stakeholders.

Discussions held between the consultants and representatives of TEQ for the purposes of informing the

Somerset Tourism Strategy highlighted the fact that TEQ “doesn’t do a lot of work with Somerset Regional

Council”. It was also noted that Council is one of the “least vocal” Councils in the SEQ region.

In order to attract holiday visitors to the Somerset Region, TEQ highlighted a number of opportunities,

including:

• Establish and articulate a unique point of difference / a ‘personality brand’ for the Somerset Region

based on the natural environment / features.

• Work with operators – establish a shared vision and narrative for tourism in the Somerset Region (help

them be the best they can be / build capacity).

• Ensure the approach to the BVRT is well-coordinated.

• Maximise the value of day-trippers and entice them to stay longer.

• Focus on ‘experience design’ based on an understanding of visitor expectations and values (understand

and promote ‘travel for good’).

• Develop and maintain a strong web presence and ‘landing page’ (and don’t waste money on expensive

advertising).

As a local enabler and promoter of Somerset’s visitor economy, Council has a key role to play in addressing

the enablers of a vibrant visitor economy.



3. Opportunities to Support a Vibrant Visitor Economy

3.1 A Focus on the Enablers of a Vibrant Visitor Economy

In order to grow the tourism sector in Somerset, Council has a key role to play in addressing the ‘enablers’

of a vibrant visitor economy. These enablers of a vibrant regional visitor economy include:

• A conducive natural, built and social/cultural environment;

• Quality infrastructure and services (including transport and communications, hospitality services,

accommodation, entertainment and events and cultural attractions);

• Effective information management (including research, marketing, visitor information and wayfinding);

and

• Business support (e.g. customer service training, digital learning, marketing and branding).

The development of a strong and sustainable visitor economy also requires Somerset to embrace its

connections with the wider region. This means leveraging the marketing and promotional power of the

region’s location within South East Queensland and its proximity to major attractions and events. This is

particularly important in light of Brisbane’s status as the preferred candidate city / bidder to host the 2032

Olympic Games. This requires Somerset Regional Council to be pro-active in addressing the wider regional

tourism planning and promotion challenges referred to above.

Figure 9. The Enablers of a Vibrant Visi tor Economy

Source: Lennon, S. and Gibbins, R. (April 2019)

In identifying opportunities for action, the role of Somerset Regional Council and other tourism support

agencies in supporting the enabling environment for tourism businesses to operate and consumers to visit

and experience the region is recognised.

While focusing on the enablers of a vibrant visitor economy, for Somerset Regional Council, successful

tourism strategy planning and implementation will require Somerset Regional Council and local

stakeholders to:

Collaborative Governance

A Conducive Environment

Quality Infrastructure and Services

Effective Information Management


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS • Understand our markets: Identify current and emerging markets and understand what they’re looking

for / what they want and expect.

• Understand our offer: Collaboratively identify our ‘personality brand’ and build a positive narrative about Somerset’s tourism offer.

• Be strategic: Have a strategic, informed and targeted plan of action to address priorities for implementation.

• Be organised: Define, appropriately resource and communicate Council’s tourism services support roles and functions and integrate these activities across the organisation; build partnerships with industry and key agencies to build capacity.

• Be informed: Continue to monitor our markets and our offer; measure and monitor strategy implementation progress using a combination of output and outcome measures.

These considerations inform strategy development. They represent what could be considered Somerset

Regional Council’s tourism planning, promotion and destination management planning principles. They also

underpin the vision and charter for tourism in Somerset.

3.2 A Vision and Charter for Tourism in Somerset

The strategic themes and directions reflect stakeholder views regarding the region’s tourism issues, challenges and opportunities for growth, which combined, inform the vision for a vibrant visitor economy. The vision is supported by the tourism charter, which describes Council’s commitment to promoting, facilitating and co-ordinating tourism promotion and support activities in Somerset.

Vision for a Vibrant Visitor Economy in Somerset

Somerset Regional Council’s Tourism Charter

Somerset Regional Council supports and promotes tourism in the region through sound strategic planning, infrastructure delivery and asset management. It takes a partnership approach to tourism promotion and development, working in collaboration with tourism agencies and operators to enhance the ‘Experience Somerset’, brand, through collaborative marketing,

product development, visitor servicing and industry engagement.

Connecting country and the coast, Somerset, in the heart of South East Queensland, is a premier visitor destination, defined by a diversity of authentic experiences which capitalise on the region’s natural features and iconic attractions, as well as its recreational, heritage

and cultural assets, driving sustainable tourism.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS 3.3 Tourism Strategy Themes

The identified opportunities, presented herein, are informed by the findings of the research, consultation

and analysis, together with the recommended tourism vision and charter. The opportunities are presented

for the consideration of Council under five themes as follows.

Figure 10. Somerset Tourism Strategy Themes

A total of 36 individual opportunities have been identified and categorised under the five strategic themes,

to help develop and grow Somerset’s visitor economy.

For each opportunity, a brief rationale is provided, as informed by the research, consultation and analysis.

Collectively, the opportunities represent a ‘long list’ for further consideration by Council, in developing its

Tourism Strategy and action plan.

Theme 1:

Tourism Marketing, Visitor Information and

Destination Management

Theme 4:

Design and Delivery of Festivals and Events

Theme 2:

Catalyst Project Planning and Advocacy

Theme 5:

Visitor Economy Business Support and

Investment Promotion

Theme 3:

Tourism Asset and Infrastructure Planning

and Development



3.4 Long List of Opportunities for Consideration

Theme 1: Tourism Marketing, Visitor Information and Destination Management

Opportunities

1.1 Prepare a Somerset Region Tourism Marketing Plan: Scope the preparation of a Somerset Region

Tourism Marketing Plan, beginning with a review and assessment of current marketing activities

including social media marketing and tourism website content and structure. A marketing plan

would identify appropriate approaches to developing, amongst other things, a targeted multi-

platform tourism advertising campaign. Ensure branding clearly articulates Somerset’s point of

difference while connecting and promoting the local tourism offer’s place in the wider SEQ

branding and destination management framework.

1.2 Develop a Brand Toolkit for Tourism Operators: To support the implementation of the Somerset

Region’s Tourism Marketing Plan, develop a branding toolkit and engage with local operators and

other tourism industry stakeholders to use the region’s branding in their own marketing.

1.3 Develop a Single Online Entry Point / Website Landing Page: As part of the proposed marketing

plan, review the Experience Somerset website in conjunction with an audit of other tourism

promotional websites with a view to enhancing the region’s digital presence with an easy-to-find

(search engine-optimised), well-designed and branded, easy-to-navigate and regularly updated

landing page.

1.4 Prepare a Town Centre Entry Enhancement and Wayfinding Strategy: Prepare a strategy which

identifies streetscaping and place-making initiatives to enhance the entrance to Somerset’s towns

and villages and support with consistent branded town entry statement signage and clear and

simple directional signage at strategic junctures throughout the region.

1.5 Investigate Opportunities to Tap Into the Large Tour Group Market: Explore opportunities to work

with Somerset’s tourism operators to improve the offering for large group tours including

international visitor tours, caravan and camping clubs, car clubs and the motorcycle club drive

market.

1.6 Further Develop the Region’s Itinerary Planning and Promotion: Explore the concept of

downloadable itineraries, that could feature on a new regional tourism promotion landing web

page as described above. This would include a list of the region’s identified ‘hero’ experiences.

1.7 Explore the Concept of a Somerset Region Tourism Ambassador: Explore the concept of a high-

profile Somerset Region Tourism Ambassador role to extend the marketing reach of the region in

mainstream media.

1.8 Support Visitation to Somerset and Wivenhoe Dams: Continue to engage with SEQ Water by

supporting it in master planning work for its recreation sites in the Somerset region, which is

intended to guide future decision-making on investment in those sites based on agreed service

standards, capacities and desired visitor experience.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS 1.9 Develop Arts and Cultural Tourism including Indigenous Cultural Tourism: Work with industry to

identify, prioritise and develop arts and cultural experiences including First Nations projects. Seek

out government funding support for priority projects.

1.10 Promote and Support Somerset’s Network of Small Towns and Villages as a Key Component of

the ‘Personality Brand’: There is an opportunity to promote small towns and their attractions in

Somerset. Invest in an electronic version of Council’s booklet ‘Somerset – Real Country, Real

Adventure’ with maps showing, for example, where to charge e-bikes and services available in each

town, to inform visitors before they arrive in the region. Explore concepts for online maps could

show driving routes highlighting attractions in the region’s small towns and villages.

1.11 Explore Food Trail Opportunities: Leveraging the SEQ Food Trails concept, in collaboration with

local producers, accommodation providers and others working in the tourism space, explore the

concept of a developing and promoting a Somerset Region / Brisbane Valley Food Trail. This could

focus on farm gate opportunities or leverage other features of the region in the retail space (e.g. a

pie trail).

1.12 Create a Compelling Vision and Identity for Agriculture in Somerset: Engage with the region’s key

industry stakeholders to empower local innovation and identify and exploit synergies between

agriculture and tourism.



Theme 2: Catalyst Project Planning and Advocacy

Opportunities

2.1 Activate the Brisbane Valley Rail Trail to Make it a Cultural as Well as a Recreational Experience:

Quality, well-designed and consistent directional and interpretive signage on the Brisbane Valley

Rail Trail (BVRT), for example, information boards about local flora and fauna, or themed fixed

photo frame installations, would help guide riders and encourage them to stop and observe their

surroundings. The concept of an arts and heritage interpretive trail, with historically and culturally-

significant pieces or sculptures on the BVRT would help promote a consistent, authentic identity

across the Somerset section of the trail.

2.2 Implement a Program of Rail Trail Infrastructure Improvements: Improve the BVRT experience

with a program to establish more resting facilities, tree plantings and shade structures, water

fountains and toilet facilities.

2.3 Develop Rail Trail and River Tourism: Explore opportunities to organise paddling tours on the

Brisbane River with booked camping along the way, including integration of school-based

adventure and camping tourism. Visitors could be attracted to organised tours which could include

cycling the Brisbane Valley Rail Trail, camping and drop-off for river paddle tours. Pick-up and drop-

off points located at campsites would be necessary.

2.4 Prepare a Mount Glen Rock Tourism Concept Plan: With Council having recently purchased Mount

Glen Rock for a multi-use recreational park, there is an opportunity to explore concepts that would

elevate this asset to an attraction of international standard. For example, it could be developed

into an attraction for visitors similar to the off-season activities that take place in the snowfields of

Victoria, such as mountain biking. A concept plan could address opportunities for formal walking /

riding tracks and visitor information points and other facilities.

2.5 Progress Plans to Upgrade The Condensery: Building on The Condensery Masterplan, determine

priorities for investment and prepare the necessary business cases to inform applications for State

and Federal Government funding support.

2.6 Progress Plans to Upgrade the Kilcoy Environmental Interpretive Centre: Identify priorities for

investment in the Interpretive Centre and undertake the necessary planning and business case

preparation to inform applications for State and Federal Government funding support.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS Theme 3: Tourism Asset and Infrastructure Planning and Development

Opportunities

3.1 Investigate Old Railway Assets Options: Explore options to utilise old railways assets in community

ownership, such as stations, for the BVRT experience (e.g. cafes, museums, etc.). For example, the

old railway turntable at Linville, which is situated along the rail trail in a natural amphitheatre, could

be investigated for its potential as an open-air performance space.

3.2 Undertake an Updated Visitor Accommodation Investigation: Explore opportunities to enhance

the visitor accommodation offer in Somerset by confirming visitor segment needs and expectations,

undertaking market assessments and preparing business cases. Re-visit the need and opportunity

for additional caravan park facilities and explore the concept of a business case for an ‘eco-lodge’

accommodation facility in a location with access to the BVRT and / or dam lakes.

3.3 Explore Opportunity for Watts Bridge Memorial Airfield to Facilitate Fly-in Tourists: Watts Bridge

could be the ‘Somerset Regional Airport’ with a small terminal. Archerfield and Caboolture airports

are reportedly likely to close soon. Watts Bridge could become the primary airport for the region

subject to a business case to consider infrastructure upgrade requirements (and costs) and market

potential.

3.4 Promote a Somerset Regional Camping Trail: Establish and publish online (via Experience

Somerset) a regularly updated list of all campsites in the Somerset Region, including at the various

showgrounds.

3.5 Address the Region’s Camping and River Access Management Priorities: Working with other

responsible agencies, explore options to address matters concerning multiple ownership issues

(land and asset management, river access, facilities, waste management, etc.) at Twin Bridges and

Savages Crossing in order to ‘formalise’ these spaces / locations into key tourism assets.

3.6 Explore Options for ‘Wild Camping’ /‘Bush Camping’ and Farm Stays: Explore options for

regulating and promoting ‘wild camping’ / ‘bush camping’ on private property, such as at One Tree

Canoe. As just one example to consider, this has an area that could be used for camping near 6km

of the Brisbane River that is good for paddling.

3.7 Undertake a ‘State of the State Roads’ Audit in the Somerset Region: Prepare a ‘State of the State

Roads in the Somerset Region’ report and update annually, to support lobbying for improvements

in the network and to inform grant funding applications focussed on tour route road infrastructure

upgrades.



Theme 4: Design and Delivery of Festivals and Events

Opportunities

4.1 Explore a More Strategic and Coordinated Approach to Events Planning and Promotion: Review

existing festivals and events (e.g. water events (sailing, fishing, rowing, water-skiing), sporting

events (trail runs / rides utilising the Brisbane Valley Rail Trail, race days, rodeos, skydiving events

/ days, motorsports), food and wine and identify opportunities for existing and emerging events

throughout the Somerset Region to become part of a wider, coordinated calendar of events. As

part of this initiative, investigate a strategic and targeted approach to leverage opportunities

presented by the potential hosting of the 2032 Olympic Games in Brisbane.

4.2 Promote Somerset as a Location for Sporting Events: Promote Somerset’s existing sporting

facilities to attract key sporting events such as schools-based events and Masters Games.

4.3 Explore Opportunities for More Events at the Somerset Civic Centre: Explore opportunities to

improve the offering of the Somerset Civic Centre to attract touring shows.

4.4 Develop Somerset’s Connections with a Wider Regional Festivals Network: Engage with the

organisers of festivals such as the Big Day Out, Anywhere Festival, Festival of Small Halls and

Brisbane Festival to include Somerset Region venues in their programming and promotion.

4.5 Promote and Leverage the Brisbane Air Show: Bringing the Brisbane Air Show and other activities

to the Watts Bridge Airfield (e.g. Red Thunder Warbirds, Brisbane Valley Sport Aircraft Club)

presents an opportunity to showcase Somerset as a tourist attraction with national and

international appeal.



Theme 5: Visitor Economy Business Support and Investment Promotion

Opportunities

5.1 Develop Council’s Capacity for Tourism Research and Information Dissemination: Research is an

essential aspect of business development that is best carried out centrally. Explore means for

compiling, synthesising and disseminating up-to-date data on visitor markets, trends and

preferences, to assist local operators in their planning and promotion.

5.2 Connect Local Operators with Business Support Programs: Investigate the means by which

Somerset Regional Council can facilitate access to business support and training resources in the

tourism sector, leveraging Queensland and Federal Government programs where available.

5.3 Facilitate Access to TEQ’s ‘Best of Queensland Experiences’ Program: Engage with local tourism

operators to support them in improving their businesses to ensure they meet a certain quality and

service standard. Specifically, encourage local operators to register with the Australian Tourism

Data Warehouse (ATDW) and participate in the Best of Queensland Experiences Program operated

by TEQ, to help them “deliver exceptional customer experiences, create positive word of mouth,

help attract more visitors, grow expenditure and increase market share”.

5.4 Formalise a Strategic Approach to Grant Funding Applications for Catalyst Project Opportunities:

Confirm priority advocacy projects for funding support applications and liaise with State and

Federal funding agencies to monitor availability of tourism industry grants programs. Ensure that

business cases for priority tourism projects are at the ready.

5.5 Review the Local Planning and Regulatory Regime to Facilitate Tourism Industry Development:

To support tourism industry investment, review land use planning and regulatory processes as they

apply to the tourism sector (businesses, festivals and events, accommodation providers, not-for-

profits such as Arts groups, etc.) to facilitate (and promote) an enabling environment for

sustainable tourism industry development in Somerset.

5.6 Build Local Tourism Partnerships Including Agri-Tourism: Investigate ways to build the region’s

collective capacity to connect and grow the Somerset visitor economy. Explore collaborative ways

to nurture and develop stakeholder partnerships – Council, operators, tourism bodies, government

– in a strategic, informed and targeted manner which articulates a shared vision about the future

of the visitor economy and a how to get there.



3.5 Informing Priorities for Action

Determining which opportunities to address (and which ones to prioritise), either as part of Council’s

operations or in a support role, depends on the anticipated benefits and Somerset Regional Council’s

capacity to implement.

‘Benefit Assessment’ considerations include:

• Does the opportunity or initiative build on our existing strengths and attributes?

• Does it address a key gap or constraint?

• Will the opportunity or initiative bring more visitors to Somerset?

• Will it encourage the sorts of visitors we want?

• Will it help generate more tourism spend in the local economy?

• Will it help generate new business opportunities?

• Will it help support the creation of opportunities for employment?

• Are there other considerations – social, environmental, cultural – to consider?

‘Capacity to Implement’ considerations include:

• Is the opportunity or initiative consistent with Council’s vision and values as articulated in the 2021-

2026 Corporate Plan?

• Does it have the support of the community?

• Does Council have the organisational capacity to implement the project?

• Does Council have the necessary financial resources and the human resources?

• Is the support infrastructure available (e.g. power, water, energy, roads, communications, amenities)?

• Implementation - who is best placed to drive the opportunity? Is it Somerset Regional Council as the

lead, as a partner or is it the responsibility of other organisations with support from Council?

Figure 11. Opportunity Pr iori t isation Matr ix

Source: SC Lennon & Associates

Cap

acit

y t

o Im

ple

men

t

Benefits Realisation highlow

high

Higher Priority

Lower Priority


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS Strategy implementation priorities will be determined by Council through the application of these broad

set of assessment criteria, determining to what extent the opportunity in question concerned is a higher,

medium or lower priority. Applying the assessment criteria and effectively ‘rating’ and ‘ranking’ each

opportunity determines those that are considered the highest priority and which, as a result, are short-

term actions.

3.6 Somerset Regional Council’s Priority Opportunities for Action

From the long-list of opportunities presented in the preceding sub-section of this supporting document and

following consultation with and direction from Somerset Regional Council’s senior staff and Councillors, 13

opportunities have been identified by Council as being those which could be progressed as priorities over

the life of the strategy’s implementation, beginning with an annual review of implementation priorities.

Some of these priorities, as determined by Council, are focused on catalyst project planning and

development initiatives which require action combined with a well-planned course of project

implementation for the desired outcomes to be realised over time. Others are focussed on strategic

program implementation and are initiatives that can be addressed as part of Somerset Regional Council’s

day-to-day strategic planning and facilitation functions.

The priorities, as identified by Council, are categorised under three ‘activity areas’ as follows:

• Strategy Monitoring and Review;

• Catalyst Project Planning and Development; and

• Strategic Program Implementation.

Council’s nominated priority opportunities for action are documented as follows.

Strategy Monitoring and Review:

1. Undertake an Annual Review of Tourism Strategy Implementation Priorities - To ensure Council’s resources are directed to those projects and programs which generate the greatest return on investment, consistent with the vision for tourism in Somerset and Council’s Tourism Charter, it is recommended an annual review of strategy implementation priorities be undertaken and that Council: renew its commitment to on-going priority initiatives; and identify and commit to new opportunities - including those which capitalise on the 2032 Olympic Games - as circumstances and resources warrant.

Catalyst Project Planning and Development:

2. Implement a Program of Rail Trail Infrastructure Improvements - Improve the Brisbane Valley Rail Trail experience with a program to establish more resting facilities, tree plantings and shade structures, water fountains and toilet facilities.

3. Prepare a Mount Glen Rock Tourism Concept Plan - Following Somerset Regional Council’s purchase

of Mount Glen Rock for a multi-use recreational park, explore concepts that would elevate this asset to an attraction of international standard. A concept plan would consider and address opportunities for a diversity of recreational activities including mountain biking, formal walking / riding tracks and visitor information points and other support facilities.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS 4. Promote and Leverage the Brisbane Air Show - Leveraging the profile of the Brisbane Air Show and

other activities at the Watts Bridge Airfield, develop and implement a strategy to showcase Somerset as a tourist attraction with national and international appeal.

Strategic Program Implementation:

5. Prepare a Somerset Region Tourism Marketing Plan - Scope the preparation of a Somerset Region Tourism Marketing Plan, beginning with a review and assessment of current marketing activities including social media marketing and tourism website content and structure. A marketing plan would identify appropriate approaches to developing, amongst other things, a targeted multi-platform tourism advertising campaign. Ensure branding clearly articulates Somerset’s point of difference while connecting and promoting the local tourism offer’s place in the wider SEQ branding and destination management framework.

6. Develop a Single Online Entry Point / Website Landing Page - As part of the proposed marketing plan,

review the Experience Somerset website in conjunction with an audit of other tourism promotional websites with a view to enhancing the region’s digital presence with an easy-to-find (search engine-optimised), well-designed and branded, easy-to-navigate and regularly updated landing page.

7. Create a Compelling Vision and Identity for Agriculture in Somerset – Engage with the region’s key

industry stakeholders to empower local innovation and identify and exploit synergies between agriculture and tourism.

8. Investigate Opportunities to Tap Into the Large Tour Group Market - Explore opportunities to work

with the Somerset’s tourism operators to improve the offering for large group tours including international visitor tours, caravan and camping clubs, car clubs and the motorcycle club drive market.

9. Develop Rail Trail and River Tourism - Explore opportunities to organise paddling tours on the

Brisbane River with booked camping along the way, including integration of school-based adventure and camping tourism. Visitors could be attracted to organised tours which could include cycling the Brisbane Valley Rail Trail, camping and drop-off for river paddle tours. Pick-up and drop-off points located at campsites would be necessary.

10. Undertake an Updated Visitor Accommodation Investigation - Explore opportunities to enhance the

visitor accommodation offer in Somerset by confirming visitor segment needs and expectations, undertaking market assessments and preparing business cases. Re-visit the need and opportunity for additional caravan park facilities and explore the concept of a business case for an ‘eco-lodge’ accommodation facility in a location with access to the Brisbane Valley Rail Trail and / or dam lakes.

11. Prepare a Town Centre Entry Enhancement and Wayfinding Strategy - Prepare a strategy which

identifies streetscaping and place-making initiatives to enhance the entrance to Somerset’s towns and villages and support with consistent branded town entry statement signage and clear and simple directional signage at strategic junctures throughout the region.

12. Explore a More Strategic and Coordinated Approach to Events Planning and Promotion - Review

existing festivals and events (e.g. water events (sailing, fishing, rowing, water-skiing), sporting events (trail runs / rides utilising the Brisbane Valley Rail Trail, race days, rodeos, skydiving events / days, motorsports), food and wine and identify opportunities for existing and emerging events throughout Somerset to become part of a wider, coordinated calendar of events.

13. Build Local Tourism Partnerships - Investigate ways to build the region’s collective capacity to connect

and grow the Somerset visitor economy. Explore collaborative ways to nurture and develop


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS stakeholder partnerships – Council, operators, tourism bodies, government – in a strategic, informed

and targeted manner which articulates a shared vision about the future of the visitor economy and a how to get there.

3.7 Monitoring Council’s Return on Investment

Somerset Regional Council will be required to monitor the progress of the Tourism Strategy to achieve the

recommendations it ultimately commits to, consistent with the vision and charter. One of Council’s strategic

goals as articulated in its Corporate Plan is for a ‘Prosperous Somerset’, with a desired outcome being for

the region to be celebrated for its prosperous rural lifestyle, its agricultural strengths, its natural assets and

its potential as a premier regional visitor destination.

Somerset’s key industries are agriculture, food product manufacturing, retail, health, education and

construction services. The visitor economy is a burgeoning sector, with almost three-quarters of visitors to

Somerset (73%) being domestic day-trippers. There are an estimated 205 ‘tourism businesses’ (of 2,100

businesses in total) in Somerset, half of which are non-employing.

Business development and wealth creation are important drivers of economic prosperity. A desire to see

more Somerset Region tourism operators build their capacity, develop their offer and grow their market

was highlighted throughout the strategy consultation process. The success of Somerset in attracting more

holiday visitors (tourists) will influence the number of businesses established in the region and their

capacity to grow. Enabling and facilitating business investment should be an objective of the Somerset

Tourism Strategy.

Somerset’s growing population will also bring with it development pressures, which may have

environmental consequences affecting the attractiveness of the area as a place to visit. If managed well,

this growth can generate positive economic development outcomes.

As highlighted throughout this report, the role of Somerset Regional Council in promoting and facilitating

positive change is to influence the enablers of a vibrant visitor economy. The twelve priorities for action as

determined by Council, are designed to help it deliver on its commitment to the design and delivery of

initiatives which serve to support the local visitor economy and Somerset’s prosperity.

Somerset currently receives around 458,000 day-trip visitors, 162,000 domestic overnight visitors and just

3,000 international visitors. A (conservative) strategic target is to generate an uplift in visitation to the

region by 10%. The initiatives put forward in this report, if implemented by Council, will help realise a

desired economic outcome defined by a 10% increase in visitation to the region, which would see visitor

expenditure increase from $66 million per annum to approximately $73 million.

Economic modelling suggests that the direct addition (uplift) in visitor expenditure of $7 million in Somerset

would lead to a corresponding direct addition of 57 full-time equivalent (FTE) jobs in the local economy and

a further 27 FTE jobs resulting indirectly through production and consumption multipliers, for a total

estimated increase of 84 FTE jobs in Somerset.

These anticipated economic output and employment impacts represent a strong return on investment from

Council’s commitment to the implementation of the Somerset Tourism Strategy. These desired outcomes,

along with progress made on individual actions, will need to be monitored through the following methods

and sources:



• Regular (annual) Somerset Region tourism operator surveys and customer / visitor satisfaction surveys;

• Subscription to regularly updated data sources such as profile.id and economy.id or REMPLAN; and

• Australian Bureau of Statistics (ABS) Census data and Business Register data. The set performance measures will be reported annually. The Somerset Tourism Strategy should be reviewed annually and updated in five years. This will require the necessary resourcing.

3.8 Tourism Strategy Resourcing

Somerset Regional Council’s resourcing of its tourism promotion and support effort, as well as access to

resource support via other government agencies, will be key to its capacity to deliver on the initiatives put

forward in the Tourism Strategy.

While engagement with visitors to Somerset is well catered for on the ground (through the VICs), Council

currently has limited capacity to deliver effective tourism branding, marketing & promotion, catalyst project

planning and support and advocacy/lobbying, or to engage effectively with local tourism operators /

businesses throughout the region.

Council’s Tourism Team is constrained in its capacity to do all that is expected of it as Somerset’s principal

tourism promotion and support agency. Council’s human resources for tourism facilitation and promotion

programs comprise the Communications and Marketing Manager (full-time), supported by three full-time

Visitor Information Centre (VIC) Officers, one contracted Events Officer (until August 2021) and one part-

time Visitor Information Centre Officer. The VICs are also nominally supported by 50 volunteers across

Somerset. A trainee will also join the team for 12 months from March 2021.

Council’s tourism section is responsible for media management and engagement, marketing, branding and

promotion of Council’s corporate functions, advertising, social media management, event management

and event delivery (approximately seven events per year), tourism promotion and operator engagement,

visitor information centre (VIC) management, art gallery functions and more.

Having regard for the priority opportunities described above, consideration has been made and estimate

provided, of Council’s in-house human resource requirements to ensure effective strategy implementation,

as shown in the Table 1 overleaf.


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS Table 1. Council ’s Prior ity Opportunit ies – Resourcing Requirements

Source: SC Lennon & Associates

It is important to note that not all initiatives contained in a tourism strategy are necessarily the primary

responsibility of the Tourism Team as certain Council-led initiatives will require lead input from other

sections of Council, such as its Planning Department. Nevertheless, It is recommended that Somerset

Regional Council consider reviewing and increasing its tourism services resource allocation so that the full

suite of ‘core’ tourism support and promotion tasks can be addressed. These tasks include:

• Business Engagement and Investment Attraction, that is, information and assistance to tourism

businesses (businesses providing visitor services) and investment attraction / facilitation for events,

entertainment and cultural attractions, hospitality services and accommodation.

• Information Management / Brokerage including research, marketing, visitor information and

wayfinding.

• Collaborative Governance including stakeholder co-ordination, community consultation and advocacy.

There is strong alignment between Council tourism promotion and support objectives and initiatives as

articulated in this report, and the organisation’s broader economic development objective. As described

above, one of Council’s strategic goals as articulated in its Corporate Plan is for a ‘Prosperous Somerset’,

with a desired outcome being for the region to be celebrated for its prosperous rural lifestyle, its agricultural

strengths, its natural assets and its potential as a premier regional visitor destination.

To realise this objective, Somerset Regional Council is committed to playing its part in supporting business

innovation and economic development to advance the region’s potential as a premier visitor destination

and a region celebrated for its rich rural lifestyle.

Having regard for the human resource requirements as estimated in Table 1, it is recommended that three

full-time positions are a minimum requirement of Council’s, with responsibilities distributed according to

skills. For example, responsibilities may be distributed as follows:

Priority Actions Year 1 Year 2 Year 3 Year 4 Year 5

Projects

General Administration 20 20 20 20 20

1. Annual Review of Key Priorities 2 2 2 2 2

2. Implement a Program of Rail Trail Infrastructure Improvements 10 10 10 10 10

3. Prepare a Mount Glen Rock Tourism Concept Plan 25

4. Promote and Leverage the Brisbane Air Show 10 10 10 10 10

5. Prepare a Somerset Region Tourism Marketing Plan 35

6. Develop a Single Online Entry Point / Website Landing Page 10

7. Investigate Opportunities to Tap Into the Large Tour Group Market 20

8. Develop Rail Trail and River Tourism 10 10 10 10 10

9. Undertake an Updated Visitor Accommodation Investigation 20

10. Prepare a Town Centre Entry Enhancement and Wayfinding Strategy 15

11. Explore a More Strategic and Coordinated Approach to Events Planning and Promotion 10

12. Build Local Tourism Partnerships 20 20 20 20 20

Scope for Other Projects 10 10 25 15

Research

Regular (annual) Somerset Region tourism operator surveys 10 10 10 10 10

Customer / visitor satisfaction surveys 6 6 6 6 6

Subscription to regularly updated and tailored data sources 2 2 2 2 2

Total Weeks 135 135 135 135 105

Weeks per Full-time Equivalent (FTE) 45 45 45 45 45

FTE Positions 3 3 3 3 2


SOMERSET TOURISM STRATEGY, 2021-2025: VOLUME 2 – SUPPORTING ANALYSIS AND RECOMMENDATIONS • Manager - Strategy development and oversight, investment attraction and facilitation, corporate buy-

in, oversight of VICs and collaborative governance.

• Senior Economic Development and Tourism Officer - Business liaison / support and information

management - including research, marketing and promotion, visitor information and wayfinding.

• Marketing and Events Officer - Including maintaining the festivals and events calendar and acting in a

support role to Council’s Marketing Manager the above.

Visitor Information Services Officers should continue to be a key Council resource. In addition, there could

be a projects coordinator depending on the need - this could be a contracted ‘on demand’ service. There

will need to be a budget for supplementary specialist services such as in the areas of videography,

photography and market research, including surveys.

Bibliography

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Australian Bureau of Statistics (2016), Census of Population and Housing, Working Population Profile, Cat. No.

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Offices in Brisbane and Melbourne

p: (07) 3312 2375

m: 0410 550 272

e: [email protected]

w: www.sashalennon.com.au

somerset tourism strategy 2021-2025

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